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PMO Agility Canvas - PMI OKC Chapter Mtg. May 2015
The document discusses the transition of Project Management Offices (PMOs) to agile methodologies, highlighting key differences between traditional project management and agile principles. It outlines the importance of aligning PMO practices with agile values to effectively support organizational change and improve project delivery. Additionally, it includes tools such as the PMO Agility Canvas and discusses challenges faced during the transition process.
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PMO Agility Canvas - PMI OKC Chapter Mtg. May 2015
- 1. THE PMO AGILITYCANVAS
- 2. } Introduction andBaselining } Agile and the PMO } Five Measures for PMO } Agile and the Project Manager } The PMO Agility Canvas } Defining Your Agile PMO Action Plan AGENDA
- 3. 1.1 } Agile Consultant/ Trainer } PMP | CSM | CSPO | CSP | CST | PMI-ACP | MBA • 20 years leading IT Projects • Former Chair PMI IT&T SIG • Reluctant Agilist } Contact Info: } Email: dave.prior@leadingagile.com } Twitter: https://twitter.com/mrsungo } Web: http://www.leadingagile.com/blog/ } Blog http://drunkenpm.blogspot.com
- 4. (where we figureout how to talk about what we are going to talk about) INTRODUCTION / BASELINING
- 5. BEFORE WE GORE-DEFINING STUFF… PROJECT MANAGER PROJECT MANAGEMENT OFFICE AGILE
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- 8. KEY DIFFERENCES BETWEENA PM AND A PMO
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- 11. We follow theseprinciples: 12 PRINCIPLES OF AGILE SOFTWARE 1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. 2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. 3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. 4. Business people and developers must work together daily throughout the project.
- 12. 5. Build projectsaround motivated individuals. Give them the environment and support they need, and trust them to get the job done. 6. The most efficient and effective method of conveying information to and within a development team is face- to-face conversation. 7. Working software is the primary measure of progress. 8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- 13. 9. Continuous attentionto technical excellence and good design enhances agility. 10. Simplicity--the art of maximizing the amount of work not done--is essential. 11. The best architectures, requirements, and designs emerge from self-organizing teams. 12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
- 14. HERE’S THE RUB… }Agile is a response antidote to traditional Project Management } If your PM practice and PMO have evolved from traditional way of working, you are (by definition) at odds with Agile } In order to get in sync with an Agile way of working, adjustments are needed
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- 16. LET’S TALK ABOUTTHE PMO…
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- 18. WHY DOES YOURPMO EXIST? } What is the mission of your PMO? } Who does it really serve? } What value does it provide? } How does it provide that value?
- 19. THE REAL QUESTIONTO ASK… } Who does your PMO really help? How? } What are some descriptive terms that explain the value system of the PMO? } How do these compare to the values we listed for Agile?
- 20. THE AGILE PMO Consideryour organization for a moment Is your organization’s value system and culture more closely aligned with Agile OR with a traditional approach to managing work? If they are not in sync, how has this impacted your PMO?
- 21. THE FIVE MEASURESFOR PMO
- 22. The Art ofWar is the oldest military treatise in the world. It was put together by Sun Tzu* It is over 2,000 years old. There are thousands of translations. It is the greatest book ever written about project management. It’s lessons can be applied everywhere. THE FIVE MEASURES
- 23. “This is war. Itis the most important skill in the nation. It is the basis of creation and destruction. It is the philosophy of survival or extinction. Everyone must investigate competition” The Amazing Secrets of Sun Tzu’s The Art of War by Gary Gagliardi THE FIVE MEASURES
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- 25. © 2014 BigVisibleSolutions, Inc.. All Rights Reserved ____ __ ____ _____ ____ ______ _____ _____ ____ _____ _____ _____ ____ _____ Click to edit Master text styles Second level Third level Fourth level Fifth level 25 Warfare Your Organization Tao How the troops are inspired to follow “The Way” The culture and value system (actual, not theory) Climate The weather in which you will do battle Political Landscape Ground Terrain on which the battle will take place Reporting Structure Leadership Leadership Style(s) Leadership Style(s) in play Discipline How disciplined are the troops Do We Do What We Say TRANSLATING THE FIVE MEASURES
- 26. Tao The culture andvalue system Climate Political Landscape Ground Reporting Structure Leadership Leadership Style(s) Discipline Ability to Do What We Say CompanyAgility
- 27. If you knowthe opponent and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the opponent, for every victory gained you will also suffer a defeat. If you know neither the opponent nor yourself, you will succumb in every battle Sun Tzu
- 28. AGILE AND THEPROJECT MANAGER
- 29. http://upload.wikimedia.org/wikipedia/commons/8/86/Refractor_Cincinnati_observatory.jpg What happens when youlook at Agile through the lens of traditional project management?
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- 31. http://showbizgeek.com/wp-content/uploads/2012/11/oranges-apples.jpg http://showbizgeek.com/wp-content/uploads/2012/11/oranges-apples.jpg Explaining Agile tosomeone who has only done waterfall is like trying to explain the taste of oranges to someone who has only eaten apples.
- 32. CHANGING FAITHS } Youwork in a PMO, you need to prepare to help your PMs with the change. } You’ll probably be inclined to leverage what you know about how change works:
- 33. (Based solely onthe speaker’s personal experiences, mileage may vary) 6 STAGES OF PM TRANSITION 1. Confusion and Fear 2. Anger and Frustration 3. Feigned Acceptance (many stop here) 4. Adoption and Acceptance of Child Mind 5. Abandonment and Internalization 6. Daywalker (few get here, those that do loop between 4 and 5)
- 34. KNOWING IS ONLYHALF THE BATTLE } Just because someone is able and willing to agree that waterfall doesn’t work does not mean they are actually going to be able and willing to let go } ESPECIALLY if they report up to a group in the organization that exists to make sure they are “doing things right”
- 35. OH WAIT… THERE’SMORE
- 36. } The PMOis a service organization. It exists to help the organization do work better } If your organization is transitioning to Agile, they need you more than ever… they just don’t need you to do the same things in the same way as before } The role your PMO plays in transition can be far more valuable than the one you played under the waterfall
- 37. What are thetop 3 challenges you have seen for PMs transitioning to Agile? What are the top 3 challenges you have seen for leadership transitioning to Agile? What are the top 3 challenges you have experienced as a PMO transitioning to Agile?
- 38. THE PMO AGILITYCANVAS
- 40. Outcomes Actions Needed KeyPartners Key Resources Key Activities Interactions with Customers Customer Segments Channels Value Proposition Who does your Agile PMO partner with to deliver your Value Proposition? What partnerships will you need to leverage to help your organizations transition to Agile? How will your Agile PMO interact with Management? How will your Agile PMO interact with the PMs? How will your Agile PMO interact with other parts of the organization? (Don’t forget to note the reporting structure) How will your newly formed Agile PMO provide value in your organization? What will your PMO do in order to provide value and support your Agile organization? What key Resources does your Agile PMO require to deliver on yourValue Proposition? Types of Resources: • Physical • Intellectual (brand, patents, copyrights, data) • Human • Financial What are the very next steps that need to be taken to build momentum in your transition to Agile? What are the goals or desired outcomes for your PMO’s transition to Agile? How will you know when they have been achieved? Who are the different customers of your Agile PMO? Business Model Canvas modified for use with Agile PMO’s by Dave Prior What is your PMO’s business reason for adopting Agile? Who is your PMO trying to help by adopting Agile? How you reach them? Interaction methods What do you want to see happen? How will you know when it’s solved? What your PMO will do and how What do you need? Who can help you? What is your plan of attack? How is your Agile PMO going to reach your various Customer Segments? (Think about how you will communicate with your segments, with what frequency and how this will impact your ability to deliver your value proposition) PMOAgilityCanvas
- 41. PMOAgilityCanvas Outcomes Actions Needed KeyPartners Key Resources Key Activities Interactions with Customers Customer Segments Channels Value Proposition Who does your Agile PMO partner with to deliver yourValue Proposition? What partnerships will you need to leverage to help your organizations transition to Agile? How will your Agile PMO interact with Management? How will your Agile PMO interact with the PMs? How will your Agile PMO interact with other parts of the organization? (Don’t forget to note the reporting structure) How will your newly formed Agile PMO provide value in your organization? What will your PMO do in order to provide value and support your Agile organization? What key Resources does your Agile PMO require to deliver on yourValue Proposition? Types of Resources: • Physical • Intellectual (brand, patents, copyrights, data) • Human • Financial What are the very next steps that need to be taken to build momentum in your transition to Agile? What are the goals or desired outcomes for your PMO’s transition to Agile? How will you know when they have been achieved? Who are the different customers of your Agile PMO? Business Model Canvas modified for use with Agile PMO’s by Dave Prior 1 5 26 9 48 37 What is your PMO’s business reason for adopting Agile? Who is your PMO trying to help by adopting Agile? How you reach them Interaction methods What do you want to see happen? How will you know when it’s solved? What your PMO will do and how What you need Who can help you? Plan of attack These could be filled out in any order, and you will probably want to take multiple passes to complete this canvas. This is just a suggestion. How is your Agile PMO going to reach your various Customer Segments? (Think about how you will communicate with your segments, with what frequency and how this will impact your ability to deliver your value proposition)
- 42. 0 25 50 75 100 April May JuneJuly metrics are a big deal
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- 44. THE ART OFWAR IF YOU ARE NEW TO THE ART OF WAR, HERE ARE A FEW TRANSLATIONS I RECOMMEND TO GET STARTED: THE ART OF WAR - THOMAS CLEARY (SHAMBALA POCKET EDITION) THE ART OF STRATEGY - R.L. WING THE ART OF WAR AND IT’S AMAZING SECRETS - GARY GAGLIARDI
- 45. Dave Prior Email: dave.prior@leadingagile.com Blog:http://drunkenpm.blogspot.com/ Twitter: @mrsungo Cell +1 405/248-7480